Have you ever had a dream where you’re walking through unfamiliar woods? Every sound startles you, there is no path, and you fear tripping over roots or stumbling into a hole. Maybe it’s dark and you’re afraid of stepping off a cliff.
Sure, they’re just visions in a dream. But these are the dangers we think of as “pitfalls.” The dictionary definition can be connected to our work in corrections. Pitfall is a noun meaning “a hidden or not easily recognized danger or difficulty.”
If you work in corrections — sworn or non-sworn, inside an institution or out in the community — you may fall into a pitfall and not realize it. You might lose your cool at an inmate, yelling at them or using more force than Internal Affairs or a court might find necessary. You may be discussing your personal and financial problems within earshot of incarcerated people. You could then be open to manipulation, and corrections professionals know how subtle and convincing some offenders can be.
Despite all the training corrections staff undergo at both the basic and in-service levels, why do some who work in corrections get terminated, demoted, or criminally charged? Even with effective training, how do corrections staff end up in trouble?
The Importance of Professionalism
The public expects professionalism from all who work in corrections, including correctional officers (COs) inside adult and juvenile facilities as well as probation and parole officers (POs) working to reintegrate offenders into the community.
Professionalism is key at all career stages, from hiring to training to working the job. There are a lot of players in this — not only applicant screeners and trainers, but also our supervisors and colleagues. Everyone has to work together, complementing and supporting colleagues who do a good job and intervening when they see fellow workers making mistakes. The missteps may occasionally be minor, such as a unit being sloppy, unit checks running behind, a report that contains grammatical errors, or a headcount not handled properly. However, poor judgment can also be more serious, such as a sloppy search of an inmate, engaging in sexual misconduct with inmates, using excessive force, or losing one’s temper with an inmate or probation/parole client.
Professionalism means more than taking an oath of office, wearing a badge, following policies and procedures, or ensuring paperwork and logs are properly filled out. Being a professional in corrections also means fulfilling your agency’s mission by effectively handling offenders, calming tense situations, taking actions to maintain security and public safety, following the law (including case law), and wisely using discretion.
To those who are unfamiliar with corrections, being a CO or PO may seem like a simple job. There are rules. Inmates must follow them. Staff must enforce them. Period. However, the world of corrections is far more complex, as staff deal with people who have behavioral issues, mental health issues, and disrupted lives.
“Professionalism means more than taking an oath of office, wearing a badge, following policies and procedures, or ensuring paperwork and logs are properly filled out.”
The Importance of Discretion
Discretion is a mindset that helps corrections staff decide when to intervene in a situation. This might include:
- When fellow COs engage in unlawful behavior or use excessive force
- When inmate behavior needs to be redirected
- When coworkers need to be counseled
- When misconduct should be properly reported
- When escalation or force is necessary to control inmates
Discretion, when used correctly, promotes the legitimacy of the CO. It supports safety and models staff professionalism. When discretion is used improperly, it erodes the efficiency of the agency, undermines its mission, decreases staff authority, and promotes bad ethics.
Discretion and the pitfalls of the job are connected. By using discretion properly, staff can avoid the traps waiting for them. When discretion is used improperly, the pitfalls await.
Corrections is an important component of the criminal justice system. The police arrest suspects, and corrections officers confine them, either before trial or upon conviction. When inmates are released under supervision, probation and parole officers supervise them in the community. Juvenile detention officers detain underage offenders and try to change their behavior. Overall, we all work together. And when mistakes are made by staff, you can rest assured that the media, attorneys, Internal Affairs and “the brass” will be very busy.
The Three Pitfalls
So, let’s look at the three most common pitfalls in the corrections profession. Some mistakes can end careers, but most can be avoided if a CO or PO is aware of them. We see the mistakes by corrections staff when we read of the 2015 prison escape in Clinton, NY; the gang running the Baltimore City Detention Center in 2013, where several female COs were impregnated by the inmate gang leader; and the Lauderdale County Jail escape of 2022. Stories of pitfalls abound, and we will look at a few.
There are three main categories: power, pressure, and responsibility. Each has its dangers, and must be dealt with intelligently.
1. Power
Early in my career, like many in law enforcement, I had to undergo firearms training. Not only did we have to learn the fundamentals such as sight alignment, trigger squeeze, safe handling, and the proper care of a firearm, we also learned guidelines on the use of deadly force. I recall one of the veteran instructors telling us, “Never to forget that you have the power of God on your hip.”
Even when unarmed, COs wield an awful lot of power, and those on power trips can create problems that jeopardize their careers.
Have you seen correctional officers who enjoy walking around, barking out orders to offenders, treating them like children or sub-humans? Power-tripping COs have the uniform and the badge, and they like to yell and throw their weight around. They don’t bother listening to offenders, don’t care about their problems.
This is where discretion becomes a major factor. Naturally, disciplinary rules have to be enforced, but some COs seem to actually enjoy writing up offenders. When other officers might issue warnings for minor rule violations, giving them counsel and treating them as adults, power-tripping COs are determined to inflict the maximum punishment every chance they get.
Abuse of power can be a dangerous and career-ending problem. Officers have been sentenced to prison for violations of proper use-of-force guidelines. Here are a few examples.
In 2024, a former police officer received 12 months in federal custody, fines, and supervised released for abusing an arrestee in a holding cell. After being detained for causing a disturbance at a local Sam’s Club, the offender told the officer he needed to use the toilet. When his request was ignored, the man urinated in a corner of the cell. Upon finding out, the officer threatened to beat the offender with a phone and forced him to lick the urine up while filming the incident with his body-worn camera.
In 2023, two Illinois correctional officers, ages 25 and 35, pleaded guilty to violating an inmate’s civil rights by using excessive force under the color of law and obstructing justice by falsifying reports. The two COs beat an inmate who was in hand and leg restraints. According to court documents, the inmate was being “punished” for previously punching another officer. This retaliatory assault left the inmate with facial fractures, multiple lacerations requiring 25 stitches, a chipped tooth and lung damage. Another CO was charged after he failed to intervene.
There have even been reports of COs forcing inmates to fight each other, gladiator-style, or to listen to the “Baby Shark” song played over and over.
Looking at these disturbing cases, one has to ask, “Where does that power come from?” Other key questions would be, “Where were the supervisors?” and of course, “Why didn’t anyone say anything?”
2. Pressure
Pressure can take many forms and can often be linked to the stress of working in corrections. Some COs use alcohol and drugs to alleviate the stress of the job and hide from problems at home. Others befriend or confide in inmates and become targets for manipulators. Pressure causes stress, and some offenders are more than willing to alleviate it by being “friends who can help.”
Take, for example, a CO or PO in the middle of a separation or a divorce. Family struggles can result in pressure — fear of living alone, not seeing the children, court filings, child support payments, and so on. When offenders find out about the situation (and they will), they’re likely to take advantage.
Why? Because people under stress often talk to others about what they are going through. In a correctional environment, expert manipulators are always waiting to express sympathy and concern. They might profess romantic attraction toward a vulnerable employee, or they might act as a listening ear. If the employee craves love, caring, and affection, the manipulative inmate is right there, ready to fill that void. Even though sexual relations with a person in custody is a criminal offense, some staff ignore that.
Giving in to sexual demands and feelings does not relieve pressure — it opens up a new type of pressure, where lives and jobs are put in jeopardy. Under threat of exposure, the corrections employee is pressured not only for sex, but also to smuggle in contraband, transport messages, and otherwise compromise the security of the facility.
For example, in Great Britain, a correctional officer became infatuated with an inmate named Jabhari Blair. They began an intimate, romantic relationship in which the CO told Blair she was “literally praying to have your babies.” The two had “date nights,” during which the CO gave her incarcerated lover a variety of contraband, including sexual videos and photos. Evidence showed she also passed along confidential intelligence about inmate movements, inmates’ medical records, and information about a search of his cell. For her part in the affair, the CO was sentenced to 30 months’ incarceration.
Financial pressure can also play a role in corrections pitfalls. As many public safety professionals are well aware, it can be difficult to keep up with inflation and the cost of living on a CO’s salary. This can lead some unethical workers to engage in illegal side hustles that compromise the safety of their facilities.
For example, in early 2026, a CO in Wisconsin pleaded guilty to smuggling controlled substances, tobacco, and cell phones. She also acted as a delivery person, handing the items to inmates from her supply cart. For her efforts, she was paid $6,000 in cash bribes. She has not yet been sentenced as of this writing, but she faces the potential of five years in prison and up to $250,000 in fines.
In 2000, four correctional officers were charged with using contraband cryogenic kits to smuggle the frozen sperm of several federal prison inmates out of a federal prison in Allenwood, Pennsylvania. The inmates wanted to impregnate their wives and girlfriends. The payment to one officer was reportedly $5,000 per trip. At least one former CO was sentenced to 27 months in prison for his role in the caper.
3. Responsibility
Corrections staff have a responsibility, both morally and legally, to care for the people in their custody. The field of corrections has come a long way, with constitutional amendments, case law, and the development of corrections standards. Corrections is a people profession; if a CO cannot understand the importance of that, then they should find a different line of work.
This is a heavy responsibility. Many offenders have medical and/or mental problems. When they are sick or injured, they must receive medical attention. If there is an apparent mental illness, the inmate must be seen by the mental health staff, and steps should be taken to prevent injury to staff and other inmates. All inmates, even those in restricted housing, must be provided with medical and mental health services and care. Those in special populations, such as the mentally ill, LGTBQ persons, the elderly, females, and foreign/minority offenders, are carefully observed and kept safe. Suicidal inmates are carefully managed to prevent self-harm. Sometimes what we run into is sickening, such as inmates who refuse to bathe, throw feces, or allow their cells to become squalid. A professional CO meets the responsibilities that come with the job.
Corrections staff have a responsibility to observe, act, and factually report on the situations and behaviors they encounter. This is true whether you work behind the wall or in community corrections.
Look online and you will see plenty of examples of dereliction of duties — COs who do not take the responsible nature of the job seriously. There are many cases where the responsibility of humane custody was ignored or deliberately violated. Every case, every verdict, every court finding, and every settlement tell a story — stories that teach us all what to do … and what not to do.
In 2011, for example, an inmate was arrested on misdemeanor charges and brought to the jail in Tulsa County, Oklahoma. During intake he was acting disruptive, screaming, and taking off his clothes. After being initially placed in the medical unit, he was placed in a cell. Reports stated that he ran his head into the bars and broke his neck. For the next several days he lay naked on the floor of the cell, telling officers he had broken his neck. Video showed officers dropping food into the cell, but he was unable to reach it. At one point, according to the lawsuit, a nurse scolded the inmate and advised him to quit faking. After several days, he died from a broken neck and dehydration. His family received a settlement of $10 million, and the sheriff was ordered to pay $250,000 in punitive damages.
In a more recent (2025) case, inmate Joseph Mendoza was violently attacked and killed by another inmate inside a California correctional facility. According to a federal lawsuit, correctional officers were present during the assault but failed to intervene. The resulting lawsuit alleged officers stood by and watched as Mendoza was beaten, with some even recording the incident on their personal cell phones (and posting it on social media). The complaint further alleged officers delayed calling for medical assistance and treated the incident as entertainment rather than an emergency. His family filed a civil rights lawsuit alleging correctional staff violated their constitutional duty to protect while in custody.
These cases are not just failures of policy — they are failures of duty, judgment, and basic humanity. They serve as stark reminders that the responsibility to protect those in custody is not optional, but a fundamental obligation that defines the profession.
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The Path of the Professional
Is it possible for us corrections veterans, trainers, and supervisors to guide our staff to remain on solid ground, and avoid the pitfalls of corrections work? Yes! This topic must be discussed in training, clearly emphasizing the following points:
- Zero tolerance. There are certain behaviors that are non-negotiable, such as excessive force, smuggling contraband, sexual misconduct, predatory behavior, harassing offenders, and deliberately violating the constitutional rights of others.
- Be fair, firm, and consistent. This is not a cliché. If you are fair with offenders in facilities and on your caseloads, you will most likely be respected.
- Communicate in a calm, respectful manner. When you speak clearly and calmly, you won’t be confused with a CO on a power trip. Document incidents factually and do not take short cuts.
- Be a role model. Do the work, and do not take the lazy, complacent route. Lead by example.
- Handle stress and burnout. Remember that anger and stress can cloud judgment. I’m not sure who first came up with the old saying, “Check yourself before you wreck yourself,” but they weren’t wrong.
- Remember your duty to intervene. If you see a colleague losing their temper, flirting or being too friendly with inmates, exhibiting laziness, or otherwise engaging in misconduct, speak up. Say something to them or if necessary, your supervisor.
Ultimately, the pitfalls of power, pressure, and responsibility are not abstract concepts. They are real, recurring failures that have cost staff their careers and inmates their lives. The difference between those who fall into these traps and those who avoid them comes down to professionalism, sound discretion, and the willingness to act — especially when acting is difficult or unpopular. In a profession defined by authority and accountability, staying on solid ground requires constant awareness, ethical discipline, and a commitment to doing the right thing every time.
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